Share the article on
this page with a friend. Click
here.
Leadership
for Saints,
Part 18: Leaving
Nothing to Chance by
Rodger Dean Duncan and Ed J. Pinegar
Last time we
introduced the idea of establishing SMART goals. Here’s an
example of one:
“Our goal is that every member of the Aaronic Priesthood
will participate in the November 14 temple trip.”
Notice that
this goal is Specific, Measurable, Attainable, Relevant and Time-bound.
It also implies a number of intermediate goals.
For instance,
a complete list of all the Aaronic Priesthood boys must be compiled
and clarified. Individual circumstances must be considered. Adult
chaperones must be invited. Schedules must be cleared and coordinated.
Bishop’s interviews must be scheduled. Transportation must
be arranged.
Every intermediate
goal must be a SMART goal so it won’t float out into never-never
land. Getting all the young men to participate in the next temple
excursion is not the absolutely end of developing youth. But it
is one of many steps to providing experiences that built faith,
personal testimonies and a desire to honor covenants.
The landscape
of great leadership consists of countless smaller pieces that add
up to a large mosaic. It is focusing on the smaller pieces—while
keeping an eye on the larger vision—that enables ordinary
people to accomplish extraordinary things.
Great leaders
use SMART goals because they leave nothing to chance. They want
their people to invest their energy and ingenuity in goals that
are Specific, goals that are Measurable, goals that are Attainable,
goals that are Relevant, goals that are Time-bound.
Less
Can Be More
Every leadership
meeting in the Church is attended by well-meaning people. In their
desire to do good work, well-meaning people sometimes try to resolve
every issue and fix every problem as quickly as possible. This usually
results in the creation of too many goals.
As a wise old
hunter said, if you chase too many rabbits you’ll catch none
of them. No matter how great a leader you are, you simply cannot
focus on everything at once. Delegation can help by off-loading
some of your tasks, but that isn’t the all-inclusive answer
either. Too many goals will eventually cause your people to be overwhelmed,
frustrated, and ineffective.
When it comes
to goal setting, less really is more. Here are some guidelines that
will help you select the right goals—and the right number
of goals—for your leadership role.
•
Select two or three goals to focus on. Remember that you
can’t do everything at once, and you can’t expect others
to either. A handful of goals are the most you should attempt to
address at any one time. Each major goal can (and should) of course
have a number of intermediate or sub-goals, but your number of major
goals should be limited.
• Select
goals with the greatest relevance. Just as there is an
aristocracy among true principles, there is an aristocracy among
goals. Some goals are simply more relevant than others. Some goals
are more critical in taking you farther down the road to attaining
your vision. Because your time and other resources are limited,
it makes sense to concentrate your efforts on those few goals that
have the greatest payoff.
•
Focus on goals with the closest linkage to your
mission and vision. It’s tempting to tackle goals
that are challenging and interesting but that are not directly related
to your leadership calling. You, personally, can do very little
to solve the problems of world hunger. But of course you can address
such a huge issue if you break it down into smaller pieces. You
could lead some young people or Relief Society sisters or a priesthood
quorum in planting and tending a vegetable garden for that widow
down the street. Think globally, then act locally.
•
Periodically revisit your goals and update as necessary. Leadership
is anything but static. Situations change. Resources change. Needs
change. People change. As you work and serve you gain fresh information
and new insights. Periodically assess your goals to ensure that
they are still relevant to the vision you’re aiming at in
your marriage, family and all other roles. When necessary, revise
the goals and the schedules for attaining them. If you’re
the leader “in charge,” be sure to involve your counselors
and others when formulating plans and goals. When others have genuine
opportunity to provide input, they gain ownership of the plan and
enthusiasm for the result. Consider the following:
At the Regional
Meetings in the summer of 1978 the following instructions on goals
were presented:
1. Goals should
be prayerfully set with guidance from the Spirit.
2. Goals should
be specific rather than general.
3. Goals should
be written down.
4. Goals should
be stated in terms of a specific time period.
5. Goals should
be set by those responsible for their attainment.
6. Goals should
be realistic and attainable but should also challenge us to lengthen
our stride.
7. Goals should
be reviewed frequently, and the results reported periodically.
8. Goals should
be directed toward helping and serving other people as well as
toward self-improvement.
– Marvin
K. Gardner
A story related
by Elder Dallin H. Oaks illustrates the importance of careful organizing
and planning:
Two men formed
a partnership. They built a small shed beside a busy road. They
obtained a truck and drove it to a farmer’s field, where
they purchased a truckload of melons for a dollar a melon. They
drove the loaded truck to their shed by the road, where they sold
their melons for a dollar a melon. They drove back to the farmer’s
field and bought another truckload of melons for a dollar a melon.
Transporting them to the roadside, they again sold them for a
dollar a melon. As they drove back toward the farmer’s field
to get another load, one partner said to the other, “We’re
not making much money on this business, are we?” “No,
we’re not,” his partner replied. “Do you think
we need a bigger truck?”
Most of us don’t
need more things to do. Like the two partners in Elder Oaks’
story, our biggest need is a clearer focus on the challenges at
hand and how we should value and use the resources we have.
In your zeal
to accomplish as much as possible, avoid tackling too many goals.
Too many goals can overwhelm you. Being overwhelmed is not the model
you want to give the people who depend on you for leadership. You,
and they, are far better off setting a few significant goals and
then concentrating on reaching them.
Remember that
great leadership is not always a matter of huge success after huge
success. Great leadership is a daily meeting of challenges and opportunities.
Great leadership is about gradually but inevitably improving on
the status quo. Great leadership is about seeing the big picture,
yes. It is also about tending to all the pieces that make up the
whole.
That
requires smart organizing and planning.
Quotes
to Remember
Setting goals
is an essential step toward change. … These include setting
goals that are specific, focusing on positive behaviors, and describing
goals in behavioral or action terms. – Gary Steggell
We don't need
a quick fix. … Steady, sustained efforts will bring great
results. – James E. Faust
… occasionally
review the goals and objectives of your organization with your officers
and teachers. – Thomas S. Monson
Righteousness
grows like a crop. … the sowing of the seed, of careful planning,
of wise organizing; for, as you sow, so shall you also reap. –
Spencer W. Kimball
Wise individuals
understand and seek change slowly and carefully. They set realistic
goals, achievable goals. They also work on self-improvement each
day. – J. Spencer Kinard
Note:
The excerpts of Leadership for Saints posted on Meridian
are only a fraction of the contents of this 349-page book. To learn
more about this ground-breaking book and to order copies, click
here.
Contents
Section 1: Understanding the Role of Leadership
Chapter 1
- What Great Leadership Is
Chapter 2 - What Great Leaders Are
Chapter 3 - What Great Leaders See
Chapter 4 - What Great Leaders Do
Section 2: Getting
the Results You and the Lord Want
Chapter 5
- Planning the Work, Working the Plan
Chapter 6 - Councils: Strength in Unity
Chapter 7 - Creating a Climate of Hope and Energy
Section 3: Skills
That Help You Sleep at Night
Chapter 8
- Communication: Building Bridges to Their Hearts
Chapter 9 - Stewardship Delegation: The Great Multiplier
Chapter 10 - The Power of Influence
Chapter 11 - Gatherings of Saints: Think Purpose, Not Meeting
Section 4: Special
Challenges and Opportunities
Chapter 12
- Discernment: The Gift of Great Price
Chapter 13 - Personal Balance: Your "Being" vs. Your
"Doing"
Chapter 14 - Common Questions, Humble Responses
About
the Authors:
Rodger Dean
Duncan, a descendant of 19th century Protestant evangelists, was
baptized into The Church of Jesus Christ of Latter-day Saints at
the age of 18. Early in his career he was an award-winning journalist,
editor and syndicated columnist. He has been a consultant to cabinet
officers under two U.S. presidents, members of the U.S. Senate,
and senior officers of major corporations. He earned a Ph.D. at
Purdue University, and is founder and president of The Duncan Company,
a consulting firm focused on leadership development and organizational
effectiveness.
Brother Duncan
has served on several stake high councils, twice as bishop, as stake
president, and as stake mission president. Under President Spencer
W. Kimball he served on the Advisory Council that first recommended
the subtitle to the Book of Mormon, "Another Testament of Jesus
Christ."
Brother Duncan
is married to Rean Robbins-Duncan, a fifth-generation Latter-day
Saint. They have four children and two grandchildren. The Duncans
live in Missouri, only a short walk from Historic Liberty Jail.
Ed
J. Pinegar, a dentist by training and vocation, graduated from Brigham
Young University and attended dental school at the University of
Southern California. While practicing dentistry, he taught seminary
for several years, then taught the Book of Mormon and Gospel Principles
and Practices courses at BYU for 18 years.
Brother
Pinegar's Church assignments include stake high councilor, bishop
(twice), stake president, member of the General Board for Young
Men, and member of the Missionary Programs Advisory Committee. He
also presided over the England London Mission and the Missionary
Training Center in Provo, Utah. He is author of several books for
the LDS market.
Brother
Pinegar is married to Patricia Peterson Pinegar, former General
President of the Primary for the Church. They are parents of eight
children and have 32 grandchildren. The Pinegars live in Orem, Utah.
